Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt

Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt

Executive Summary Prescribers expanded use of a wide variety of channels presents new opportunities for life sciences companies to drive stronger engagement around their brands. By understanding prescriber behaviors and implementing the right underlying capabilities, the industry can utilize all channels, old and new, personal and non personal, to deliver an experience that addresses prescribers needs, enabling them to hear the messages directed their way. In this white paper we look at the key ingredients of (and barriers to) multichannel marketing (MCM) effectiveness in life sciences companies, and how to apply the automate, learn and adapt formula for success. Using these methods will improve customer experience and help companies get more value out of their multichannel initiatives. The New Opportunities in Multichannel for Life Sciences Effective multichannel marketing to healthcare professionals (HCPs) is about orchestrating a range of personal and non-personal delivery channels web, phone, sales visits, email, mobile, direct mail and so on to engage them over time via a constructively cumulative set of interactions. The aim is to ensure that the right message, in the most appropriate format and at the right frequency (so they don t get tagged as spam), reaches the customer at a time that is both convenient and most likely to provide a valued experience or service. Achieving this requires advancing from the traditional push or tactic-driven marketing model and adopting a process that involves three key stages: Foundation: integrating data to secure a 360-degree view of customer interactions; Customer Centricity: matching customer requirements and channels to get the most effective combination of touch points; Informed Marketing: applying data and insights in an agile way to optimize campaigns and see the return on investment (ROI) steadily improve over time. IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 1

AUTOMATE, LEARN, ADAPT 3 While the majority of life sciences companies have put significant focus on building multichannel While capabilities the majority over the of past life sciences few years, companies many still have have put some significant distance focus to go on to building achieve multichannel their desired capabilities end state. over This the became past clear few years, when many IMS Health still have conducted some distance a recent to diagnostic go to achieve workshop their desired designed end state. to map This companies became clear progress when on IMS their Health MCM conducted journey. Investigating a recent diagnostic 11 life sciences workshop companies, designed to the map analysis companies focuses progress on key on their building MCM blocks journey. of MCM Investigating maturity 11 and life reveals sciences that companies, the majority the are analysis still laying focuses the on foundations key building (see blocks Figure of 1). MCM maturity and reveals that the majority are still laying the foundations (see Figure 1). FIGURE Figure 1: Many MANY life LIFE sciences SCIENCES companies COMPANIES continue CONTINUE to TO work WORK on ON foundation FOUNDATION development DEVELOPMENT stage STAGE for their FOR multichannel THEIR MULTICHANNEL marketing MARKETING Scores 40 20 14 Companies in increasing order of marketing maturity 16 18 18 21 21 22 23 24 24 34 0 Company 1 Company 2 Company 3 Company 4 Company 5 Company 6 Company 7 Company 8 Company 9 Company 10 Company 11 STAGE 1 Tactic-Driven STAGE 2 Foundation Development Source: IMS Health MCM Diagnostic Workshop, April 2014 STAGE 3 Customer Centric STAGE 4 Insight Driven - Informed Marketing The key observation is that many life sciences companies get stuck in data integration (part of the foundation stage) a necessary step but only a precondition to the promised business benefit. Streamlining data integration is critical so that clients can rapidly move past this phase to more value added stages. This is made easier when using tools configured to address the specific data and process requirements of life sciences companies. The key observation is that many life sciences companies get stuck in data integration The key observation is that many life sciences companies get stuck in data integration IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 2 www.imshealth.com

4 Furthermore, non-differentiated operational IT tasks, such as integration of applications, often overwhelm Furthermore, available resources. nonavailable most significant resources. barriers The end to MCM result: success falling as further described behind a customer polling exercise expectations. from an Figure EyeforPharma 2 shows the webinar The end result: falling further behind customer expectations. Figure 2 shows the involving 1,073 life sciences executives. Lack of digital expertise topped the list of challenges. 1 involving 1,073 life sciences executives. Lack of digital expertise topped the list of challenges. 1 FIGURE Figure 2: 2: Life LIFE sciences SCIENCES blocks BLOCKS to multichannel TO MULTICHANNEL marketing MARKETING excellence EXCELLENCE Lack of digital expertise Improving ROI 25% 26% Compliance issues/concerns 23% Risk aversion Lack of senior endorsement 13% 14% Source: Eyeforpharma 0% 10% 20% 30% While all engagement routes must be considered, digital expertise is important because physicians continue to increase their reliance on the web, with 98 percent of HCPs now searching for medical information online. 2 2 Furthermore, according to to a study by Manhattan Research, 4 out of of 5 physicians now use use smartphones or or tablets for for work or or research. However, However, the the content content provided by industry is is not keeping pace pace as as only only about about 1 out out of of 33 audited audited life life sciences sciences websites websites are are optimized optimized for for viewing viewing on on a mobile a mobile device. device. 3 3 - This all confirms the need to engage with the prescriber s decision-making process more effectively a wide array of both personal and non-personal interactions, with each centered on individual customer s across a wide array of both personal and non-personal interactions, with each centered on individual needs and preferences. customer s needs and preferences. To accomplish this, life sciences companies can follow a process of Automate, Learn and Adapt, as To accomplish this, life sciences companies can follow a process of Automate, Learn and Adapt, as explained below, to intelligently and efficiently engage with their customers. 1 (2014) Multichannel: Time Time for Implementation. for EyeforPharma. EyeforPharma. Retrieved Retrieved at: at: http://www.eyeforpharma.com/download/content-multichannel-marketing.php. http://www.eyeforpharma.com/download/content-multichannel-marketing.php. 2 (2014) (2014) Multichannel: Multichannel: Time Time for Implementation. for Implementation. EyeforPharma. EyeforPharma. Retrieved Retrieved at: at: http://www.eyeforpharma.com/download/content-multichannel-marketing.php http://www.eyeforpharma.com/download/content-multichannel-marketing.php 3 (2014) Life sciences Mobile Apps and Websites for Physicians: Benchmarking Current Efforts and a Framework for Optimizing Mobile Strategy. Manhattan Research. Retrieved at: http://www.manhattanresearch.com/products-and-services/digital-competitive-landscape-series/ Manhattan Framework-for-Optimizing-Mobile-Strategy Research. Retrieved at: http://www.manhattanresearch.com/products-and-services/digital-competitive-landscape-series/ Framework-for-Optimizing-Mobile-Strategy GETTING THE MOST OUT OF TECHNOLOGY FOR MULTICHANNEL MARKETING: AUTOMATE, LEARN, ADAPT IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 3

www.imshealth.com Automate AUTOMATE, LEARN, ADAPT 5 To effectively manage customer interactions across channels, life sciences companies need to automate certain processes that may have been manual or fragmented in the past. These include the following: 1. Data collection: Most companies do not have processes in place to fully integrate their customer Automate information despite the fact that having a complete view of customers is a key foundation of effective MCM. Figure 3, taken from the same diagnostic workshop mentioned previously, shows that less than 20% To effectively of respondents manage believe customer their interactions customer information across channels, sources life are sciences fully integrated. companies The need end to result automate is that certain decisions processes are made that may with have incomplete been manual information fragmented and may in be the suboptimal. past. These include the following: One 1. Data reason collection: companies Most work companies with fragmented do not have information processes is in that place data to fully may integrate sit with disparate their customer vendors and information require manual despite processes the fact to that be collected having a complete and integrated. view of The customers resulting is a inefficiencies key foundation mean of effective that companies MCM. Figure spend 3, time taken and from resources the same bringing diagnostic data workshop together mentioned that could be previously, better applied shows to that designing less than and 20% executing of respondents campaigns believe to serve their customer customer needs. information To work sources more effectively are fully integrated. means ensuring The end automated result is that decisions are made with incomplete information and may be suboptimal. linkage of all key sources to a central hub, as well as developing a data governance process that includes policies One for reason compliant companies data work sharing. with This fragmented is the only information way a 360-degree is that data view may of sit customer with disparate behavior vendors can be achieved and require and, crucially, manual processes maintained. to be collected and integrated. The resulting inefficiencies mean that companies spend time and resources bringing 2. Customer preference management: Likewise, Figure 3: Many life sciences companies data together that could be better applied to FIGURE 3: MANY LIFE SCIENCES COMPANIES many designing companies and lack executing a comprehensive campaigns to serve CONTINUE Continue TO to have HAVE GAPS gaps IN in INTEGRATION integration of OF their THEIR approach customer tracking needs. To and work managing more effectively customer means CUSTOMER Customer INFORMATION information. communication ensuring automated preferences. linkage They of all may key either sources manage to a central preferences hub, as ad well hoc as by developing individual a data How integrated are your program governance or use process a blanket that opt-out includes approach policies for customer information sources? (N=18) across compliant all content data and sharing. channels This is that the effectively only way a tells 360 degree the customer, view you of customer either get behavior everything can be achieved and, crucially, maintained. from us or nothing. Automating and centralizing 2. Customer preference tracking management: across all Likewise, program many elements companies and lack channel a comprehensive types enables 17% a more approach nuanced to tracking view of what and managing each customer customer 22% is interested communication in and preferences. how they want They to may interact either with manage you. A glimpse preferences of what ad hoc can by be individual achieved program or use a blanket opt out approach can be seen in Figure 4, which displays across all content and channels that effectively how technology can be deployed to manage tells the customer, you either get everything 28% customer preferences over various marketing from us or nothing. Automating and centralizing 33% campaigns. preference tracking across all program elements and channel types enables a more nuanced view of what each customer is interested in and how they want to interact with you. A glimpse of what can be achieved can be seen in Figure 4, Separate sources which displays how technology can be deployed Partially integrated to manage customer preferences over various Mostly integrated marketing campaigns. Fully integrated Source: IMS Health MCM Diagnostic Workshop, April 2014 IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 4

6 6 Figure FIGURE 4: EXAMPLE Example CENTRALIZED centralized preference PREFERENCE tracking TRACKING across ACROSS channels CHANNELS FIGURE 4: EXAMPLE CENTRALIZED PREFERENCE TRACKING ACROSS CHANNELS Communication Medium Email Direct Mail Phone Call Text Message Communication Valid Address or Medium Number üvalid Email üvalid Direct Mail üvalid Phone Call üvalid Text Message Valid Atrino Address General or Communications Number üvalid üopt-in üvalid Opt-out üvalid Opt-out üvalid Opt-out Atrino ProzalanD General Marketing Communications üopt-in üopt-in Opt-out üopt-in Opt-out üopt-in Opt-out ProzalanD Zoltrace Marketing üopt-in Opt-out üopt-in Cannot contact üopt-in üopt-in Cannot contact Zoltrace Diabetes Marketing Management HCP üopt-in Opt-out üopt-in Cannot contact üopt-in üopt-in Cannot contact Diabetes Solitrax Marketing Management HCP üopt-in Opt-out üopt-in Opt-out üopt-in Opt-out üopt-in Solitrax Zenulin Marketing üokay Opt-out to contact Opt-out Cannot contact Cannot Opt-outcontact üopt-in Cannot contact Zenulin Source: Marketing Nexxus Marketing Preference üokay Management to contact Center Cannot contact Cannot contact Cannot contact Source: Nexxus Marketing Preference Management Center 3. Campaign journeys: A central tenet of effective MCM is being able to plan and deliver messages 3. Campaign across all channels journeys: to A ensure central a cohesive tenet of effective customer MCM experience is being and able strong to plan follow through follow-through and deliver messages over time. across Having all an channels intelligent to automated ensure a cohesive approach customer executing experience campaign and strong journeys follow through for for each customer over time. allows Having brand managers intelligent to orchestrate automated the approach volume, to sequence executing and campaign cadence journeys of of touch points for each across customer carefully allows brand structured managers pathways. pathways. to orchestrate Customer Customer the activities activities volume, such such sequence as as opening opening and or cadence or not not opening opening of touch an an points email email or across or starting starting carefully to to structured prescribe prescribe can can pathways. be be used used Customer as as triggers triggers activities for for subsequent subsequent such as messaging. opening messaging. or Using not Using opening a drag-and-drop drag and drop an email or visual visual starting tool tool to helps helps prescribe brand managers and partners focus on the art of delivering the campaign rather than the drudgery of brand managers can be used and partners as triggers focus for on subsequent the art of messaging. delivering the Using campaign a drag and drop rather than visual the drudgery tool helps of brand planning. By establishing clear rules in advance for specific customer segments, tailored experiences planning. managers By establishing and partners clear focus rules on in the advance art of for delivering specific the customer campaign segments, rather than tailored the experiences drudgery of planning. that adapt By to establishing customer responses clear rules can in be advance generated, for specific as Figure customer 5 illustrates. segments, tailored experiences that adapt to customer responses can be generated, as Figure illustrates. that adapt to customer responses can be generated, as Figure 5 illustrates. FIGURE 5: EXAMPLE AUTOMATED COMMUNICATIONS FLOW FOR A SYMPOSIUM Figure 5: Example automated communications flow for a symposium. FIGURE 5: EXAMPLE AUTOMATED COMMUNICATIONS FLOW FOR A SYMPOSIUM Start Start Delay 5 Days Delay 5 Days Branch 1: Registered Branch 1: Did HCP Register? Registered Did HCP Register? All Others: Not Registered @ All Others: Not Registered Event Reminder Event Reminder Branch 1: Registered Branch 1: Registered Delay 5 Days Delay 5 Days Branch 1: Attended @ Branch @ @ Event 1: Thank you for Registering Thank you for Registering Did HCP Register? Did HCP Register? Source: IMS Health, Nexxus Marketing Journeys Feature Source: IMS Health, Nexxus Marketing Journeys Feature Delay 4 Days Delay 4 Days All Others: Not Registered All Others: Not Registered Attended Did HCP Attend? Event Did HCP Attend? All Others: Did Not Attend All Others: Did Not Attend Delay to 10/28/2014 Delay to 10/28/2014 @ Thanks for Attending Thanks for Attending Sorry We Missed You! Sorry We Missed You! Delay 2 Days Delay 2 Days Learning Assessment Learning Assessment @ Event Key Message Event Key Message End 1 End 1 End 2 End 2 GETTING THE MOST OUT OF TECHNOLOGY FOR MULTICHANNEL MARKETING: AUTOMATE, LEARN, ADAPT GETTING THE MOST OUT OF TECHNOLOGY FOR MULTICHANNEL MARKETING: AUTOMATE, LEARN, ADAPT IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 5

Learn A hallmark of effective marketers is that they drive steady improvement over time. Once a brand establishes a solid strategy into the automated execution described above, the next task is to learn by assessing programs operating in the real world to deepen the understanding of how prescribers navigate their buying process. There are a number of important enablers of this process, including: 1. Structure and oversight: As we have seen, an effective MCM program depends on a 360-degree perspective of customer interactions and preferences. To make sense of the data, however, teams need an owner with oversight across the various programs and channels to understand the full customer experience. It is vital that marketers have an overall view of the entire campaign for a particular brand and, if applicable, the different indications that may be marketed. There is also a need for a view across brands and franchises because HCPs often receive multiple communications from the same company. Firms, particularly those with multiple products in the same therapeutic area, need to ensure this is coordinated so messages retain a high signal value with very low noise. Companies differ in how they delegate the oversight function. Some have established centralized multichannel marketing groups that manage customer experience across the organization and the various brand managers who may have their own individual goals. Others outsource to partners who can bring special expertise in this area. The essential point is to avoid the fragmented view that can result from different project owners who have a narrow focus on discrete program tactics for example, when life sciences companies treat digital as a separate activity, rather than integrating it with other channels and looking at the customer holistically. 2. Testing: Establishing a strong technological and structural foundation for MCM is crucial. This forms the basis for developing the capacity to assess effectiveness, refine options and adapt methods over time. This should include regular A/B testing on sample cohorts of customers to improve message effectiveness, the relative impact of offers, even the tone and language of each communication. Taking advantage of automated tools and building in a regular process that enables A/B testing can inform decisions and support innovative combinations of promotion and engagement. Applying the lessons learned from testing will drive up aggregate response rates over time. For example, one healthcare company regularly tests subject lines on emails to sample cohorts of customers before deploying large campaigns. Through this process they have observed that targeted subject lines that speak to their specific segments result in consistently higher open and clickthrough rates than general subject lines, with improvements ranging from 25% over baseline to as much as 300% in some cases. The subject of an email is your headline. If you fail to grab the recipient s attention, the critical information that follows is lost forever. IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 6

3. Field integration: The field force is an essential component of multi-channel campaigns, remaining as the most influential channel in the promotional mix. They can play a strong role in facilitating access to other channels providing services and content while also serving as a valuable resource to understand the qualitative attributes of your campaigns. Knowing how a customer felt about a communication is crucial insight often not readily discoverable in the quantitative response metrics. Sales people can collect input after campaigns have been launched to gather the tenor of customer reaction, find out which outreach efforts have been noticed, which have been mentioned to colleagues (positively or negatively), and, critically, what else can be provided to improve their understanding of a product or service. The advent of tablet computers allows the integration of brief surveys into the detail process. These surveys automatically capture, collect and report attitudinal data on how a Diagnosis of Life Sciences MCM Maturity prescriber feels about the launch of a new drug or indication. Collecting this information across an entire sales team produces invaluable insight for improving the next campaign. Engaging sales personnel in the campaign both improves their effectiveness and mitigates concerns they might have about being displaced by electronic promotion. In reality, multichannel programs work best where a sales rep has already established a relationship with the HCP. Non-personal tactics can help seal gaps that might exist in the rep s access to a doctor but companies get the most out of multichannel when it extends and is nurtured by an existing relationship. Areas evaluated in the MCM maturity diagnostic include: Degree of integration of customer information Granularity of campaign segments Brand process for planning and executing campaigns across channels Accessibility of campaign data / reports Timing and frequency for campaign optimization Types of marketing technologies used and degree of integrations with other systems (e.g., link with sales or finance) 4. Metrics to monitor: While each company has its own metrics tailored to its campaigns, there are common flags to evaluate that may suggest adjustments. Pay attention to spikes in opt-out rates around particular messages, channels or segments. These can be a warning sign that frequency is too high or the message is not connecting with a given audience. Likewise, tracking which customers are making it through the full campaign journey and which are dropping out early can inform how to better segment customers and tailor messages. Some companies are also looking beyond traditional campaign metrics and tracking studies to monitor social media sentiment for signals about the positive or negative impact of a given promotional effort. This has become easier for companies to manage with the advent of compliant tools for monitoring social media and managing adverse event reporting processes. 4 4 (2014) Engage with confidence: Managing online adverse event reporting. pharmaphorum. Retrieved at: http://www.pharmaphorum.com/white-papers/engage-with-confidence-managing-online-adverse-event-reporting IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 7

AUTOMATE, LEARN, ADAPT 9 Adapt Once you have the right tools and processes in place to collect insights from real world customer behavior, the Adapt next step is to quickly adapt campaigns to the lessons learned. This means optimizing campaigns while they are still in market rather than waiting six months to conduct a post facto assessment. While retrospective analysis is Once you have the right tools and processes in place to collect insights from real world customer behavior, still the norm for many companies, it is not optimal because it comes too late to affect the outcome of the original the next step is to quickly adapt campaigns to the lessons learned. This means optimizing campaigns campaign. When the goal is maximizing the ROI of every dollar invested in marketing, the ability to make while they are still in market rather than waiting six months to conduct a post facto assessment. While evaluations retrospective and adjustments analysis is midstream still the norm is critical. for many Here companies, are some key it is success not optimal factors because for the adapt it comes phase: too late to affect the outcome of the original campaign. When the goal is maximizing the ROI of every dollar invested 1. Access to data: Identifying improvement opportunities quickly has been a major challenge in the in marketing, the ability to make evaluations and adjustments midstream is critical. Here are some key past because life sciences marketers have not had fast, direct access to campaign performance data. success factors for the adapt phase: It may not have been accessible at all or could only be accessed at a significant lag by submitting a formal 1. Access request to data: to an Identifying internal data improvement steward or opportunities even an external quickly 3rd has party been (see a major Figure challenge 6). Any potential in the past for adjustments because life or optimizations sciences marketers often have fade not as the had delay fast, direct in obtaining access to the campaign data typically performance stretches data. for It weeks. may not have been accessible at all or could only be accessed at a significant lag by submitting a formal Moreover, request even to an after internal an insight data steward is identified or even an it has external been historically 3 rd party (see challenging Figure 6). Any to make potential for FIGURE Figure 6: 6: MANY Many LIFE life SCIENCES sciences MARKETERS marketers LACK lack adjustments adjustments while or optimizations a campaign is often active. fade Moving as the DIRECT Direct access ACCESS TO to campaign CAMPAIGN PERFORMANCE performance data DATA delay in obtaining the data typically stretches from retrospective to predictive and dynamic for weeks. analysis allows activity to be targeted based on How accessible are data/reports insight. Moreover, Cloud-based even after tools an provide insight is web based identified for your campaigns? (N=17) dashboards it has been with historically live data challenging on campaign to make performance adjustments accessible while a campaign to key stakeholders is active. Moving like centralized from retrospective multichannel to predictive marketing and groups, dynamic analysis allows activity to be targeted based on 6% brand managers, analytics teams and agencies. insight. Cloud based tools provide web based 12% More importantly, there are tools that enable dashboards with live data on campaign your performance customer communication accessible to key flows stakeholders to be like changed centralized in an instant. multichannel marketing groups, brand managers, analytics teams and agencies. 35% More importantly, there are tools that enable your customer communication flows to be 47% changed in an instant. Cloud based tools provide web based Cloud-based dashboards tools provide with live web based data on campaign dashboards performance with live accessible data on campaign to key performance stakeholders accessible to key stakeholders No access Infrequent reports with limited data Data pulls require request to another group, require turnaround time Personally have direct and immediate 24/7 access Source: IMS Health MCM Diagnostic Workshop, April 2014 www.imshealth.com IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 8

It is important to maintain a focus on the needs, interests and attitudes of the customer The result is that brands can adapt live campaigns in any manner deemed necessary to address what has been learned, including: Swap out a specific communication, such as an email asset, and replace it with a refined version; Trigger additional communications based on real-time campaign data such as survey responses; Add or delete segments in the campaign journey based on who is most responsive; Add communication streams to increase the number of follow-ups or address a potential customer response you did not initially anticipate; Immediately pause the entire campaign across all channels if it is not performing. 2. Field integration: As in the learning phase, field integration is essential for adapting programs to achieve multichannel excellence. This can take the form of triggering rep follow up when customers are not responsive at a given step in the campaign journey as well as reps triggering non-personal tactics. With the right integration of sales and marketing systems, companies can enable reps to trigger pre approved multichannel follow-up activities specific to their particular customers based on what they learn in a call. This helps them become micro-marketers in their territories, fills the gaps between calls, and, importantly, increases their support for multichannel outreach to their customers. 5 3. Focus on the customer: Adaptation is all about getting results from the 360-degree perspective of the customer and the capabilities established to operate effectively. At a fundamental level, MCM is a combination of three basic elements: customers, content and channels (including the rep). The central and most neglected component of this process is invariably the customer. So while a lot of conversation about multichannel focuses on the technology or the channel, it is important to maintain a focus on the needs, interests and attitudes of the customer in both designing your outreach and identifying improvements over time. 5 Mobile Micromarketing: Driving performance from strategy through execution. Retrieved at: http://us.imshealth.com/marketing/gtmn/mobilemicromarketing_whitepaper_final.pdf IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 9

Conclusion Effective multichannel capabilities must enable meaningful engagement through a process of automate, learn and adapt. It all comes back to understanding the customer buying process and the patient journey. This requires in-depth knowledge of preferences and interests, advanced segmentation to tailor communication and promotional messages, better alignment between strategic plans and campaign execution, optimizing budgets to invest in the right channels and good communication between marketing stakeholders to collaborate across personal and non personal channels. Key Success Factors In Multichannel Marketing Automate, learn and adapt 360 degree customer understanding Customer preference identification based on collected data Follow through and continuous communication Continuity and consistency across channels Analysis in time for adaptation The power of MCM is to enable you to learn about customers as you engage them, applying data and insights to optimize campaigns and maximize ROI. Contributors Gareth Dabbs Gareth Dabbs is a Principal in the IMS Health London office leading technology & service efforts in the UK; he is also responsible for IMS Health s MCM efforts across North Europe & Africa. Gareth has partnered extensively with clients to deliver value across a range of initiatives in a career that started in R&D. GDabbs@uk.imshealth.com Christine McAllister Christine McAllister is an Account Director within the within the client relationship team of Technology and Applications at IMS Health. Christine works with a key pharmaceutical client to deliver their multichannel marketing goals through utilization of the Nexxus Marketing platform. cmcallister@us.imshealth.com IMS Health Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt Page 10

IMS Health U.S. One IMS Drive Plymouth Meeting, PA 19642 United States Tel: +1 610 834-0800 For all office locations, visit: www.imshealth.com/locations About IMS Health IMS Health is the world s leading information, technology and services company dedicated to making healthcare perform better. Drawing on 100,000 suppliers information on diseases, treatments, costs and outcomes, and insights from more than 55+ billion healthcare transactions processed annually, IMS Health s over 10,000 professionals drive results for over 5,000 healthcare clients globally. Clients include pharmaceutical, medical device and consumer health manufacturers and distributors, providers, payers, government agencies, policymakers, researchers and the financial community. The Company s Technology and Applications Center of Excellence, headquartered in Seattle, is the hub of innovation for IMS s patented Nexxus Commercial Application Suite, an integrated cloud-based healthcare relationship marketing solution hosted on the IMS One Intelligent Cloud. Seamlessly integrated with more than 10 petabytes of complex healthcare data, the Suite gives marketers and sales the information they need to optimize multi-channel campaigns. The Suite includes sales force management tools, compliance-ready social media listening, and a robust reporting and analytics engine. Leaders in healthcare and the life sciences rely on Nexxus to run their operations more efficiently by optimizing their sales activities and realizing the true potential of their marketing efforts. Learn more about the Nexxus Commercial Application Suite at: www.imshealth.com/nexxus. 2015 IMS Health Incorporated and its affiliates. All rights reserved. Trademarks are registered in the United States and in various other countries.